The relevance of the LEADS framework during the COVID-19 pandemic

Abstract

COVID-19 has created a unique context for the practice of leadership in healthcare. Given the significant use of the LEADS in a Caring Environment capabilities framework (LEADS) in Canada’s health system, it is important to document the relevancy of LEADS. The authors reviewed literature, conducted research, and reflected on their own experience to identify leadership practices during the pandemic and related them to LEADS. Findings are presented in three sections: Hindsight (before), Insight (during), and Foresight (post). We profile the issue of improving Long-Term Care to provide an example of how LEADS can be applied in crisis times. Our analysis suggests that while LEADS appears to specify the leadership capabilities needed, it requires adaptation to context. The vision Canada has for healthcare will dictate how LEADS will be used as a guide to leadership practice in the current context or to shape a bolder vision of healthcare’s future.

Embracing relational competencies in applying the LEADS framework for health-care leaders in transformational change and the COVID-19 pandemic

“…Collectively, the 5 domains and 20 capabilities express the leadership abilities needed for current health transformations that begins with a focus on the self (Lead self), a relational approach (Engage others), moving to the organizational level (Achieve results, Develop coalitions) and then exercising leadership in the context of the broader health system (Systems transformation) (Dickson and Tholl, 2014; Dickson and Van Aerde, 2018). Furthermore, evidence suggests the framework has relevance for evidence-based decision making for emergency management (Caro, 2015; Dickson et al , 2021).…”

“…The pandemic has provided a much-needed opportunity to rethink and reframe how leaders engage with staff. Strong leadership that engages nurses and other providers to meaningfully support the mental health and well-being of the health workforce wellness is critical (Dickson et al , 2021; Geerts and Yiu, 2022). Second, leaders must further focus on mobilizing and sharing power with nurses and highlight the important contribution nurses can make as frontline care providers.…”

Leaders supporting leaders: Leaders’ role in building resilience and psychologically healthy workplaces during the pandemic and beyond

“…In the first wave, many leaders exercised command and control, the long-standing practice for health system crisis management. 17 This leadership style provided a sense of being able to decisively manage the uncertainty of the pandemic. However, it was soon apparent this approach was of limited effectiveness, as established policies, processes, and plus top-down control were too rigid to address the ongoing fear and anguish people were experiencing.…”

“…The findings of this study are reflective of the expectations for leaders and leadership as articulated in the LEADS in a Caring Environment capabilities framework, a framework to guide leadership development and practice that has been validated during the pandemic. 17 CHLNet’s member partners endorse LEADS or a LEADS compatible framework as its common language of leadership. By doing so, it allows for the exchange of leadership tools and evidence among its partners.…”

The pathway from mental health, leaves of absence, and return to work of health professionals: Gender and leadership matter

“…[53][54][55][56][57] For instance, the LEADS leadership capabilities framework identifies the characteristics of good leaders (ie, lead self, engage others, achieve results, develop coalitions, and champion system transformation) but may require adaptation to context. 58…”